CIO CIO

“These robots are driven by physical AI models that can understand and interact with their environments,” Lebaredian said. “While language models generate text or video from text or image prompts, physical AI will generate their next action based on instructions. Physical AI will completely revolutionize the world’s industrial markets, bringing AI into 10 million factories and 200,000 warehouses.” Lebaredian said that most people think of Nvidia’s robotics and automotive businesses as the computer in the robot or car. But, he said, the real opportunity is the AI factory. Currently, developers of humanoid robots rely on hundreds of human operators performing thousands of repetitive demonstrations to teach a handful of skills. And autonomous vehicle (AV) developers need to drive millions of miles and process, filter, and label the thousands of petabytes of data they capture. “Ultimately, no matter how much real-world data you collect and how many miles you drive, we’ll always need synthetic data to perfect models and ensure they can perform well even in long-tail, edge-case scenarios,” Lebaredian said. source

He elucidates with their ‘search and discovery’ functionality on the platform, where buyers can input text for what they seek. “Largely 70% of our buyers are from Tier 2, Tier 3 or Tier 4 cities. Often when searching, they do not use the right spelling or mention vernacular words instead of English. AI’s job is to identify the right context of their search regardless and offer relevant results.” They are also using AI to uplevel matchmaking between the buyer and the seller, by identifying product quality, proximity, ratings of both parties, reviews and other parameters. AI is being used in conversational commerce, segmentation, and cataloguing. Keeping business needs at the center, AI has found its place in the platform’s ecosystem. Nikhil outlines their strategy for increased AI adoption – moving one step at a time. “We are seeing success with our implementations, although it won’t give a result on day one,” asserts Nikhil. source

The National Association of Corporate Directors (NACD) is considered by many to be the preeminent association supporting boards and directors “to stay on the leading edge of corporate governance.” NACD periodically creates Blue Ribbon Commissions, groups of experts that research and create recommendations to boards on best practices to stay relevant and “future ready.” Topics in the past have included risk governance and corporate culture. This year’s Blue Ribbon Commission is particularly relevant to the times we live in and of considerable interest to those of us who work in technology in a world where, up to a few years ago, the overall direction, strategy, and vision driving economic success was often more focused on the short term and did not include much about the technology operating the company or the potential impact of evolving or emerging technologies. Outside of significant cyber events, in the past those discussions had been delegated to the audit committee to ensure compliance with Sarbanes-Oxley and similar regulatory requirements. The 2024 NACD Blue Ribbon Commission Report, “Technology Leadership in the Boardroom: Driving Trust and Value,” was released in early October 2024. This report from the NACD examines the impact of technology and data on corporate governance. It argues that boards need to strengthen their oversight, deepen their understanding, and develop foresight regarding technology in order to remain competitive and create long-term value. The report includes ten recommendations for boards and management teams, organized around the imperatives of strengthening oversight, deepening insight, and developing foresight. It provides practical guidance on how to implement these recommendations, including tools and checklists. That last paragraph was AI-generated. Or was it? What is the impact of not knowing? Not caring? Would that answer change if you were fiscally and ethically responsible for a company’s success and reputation in an era where AI dominates the headlines? How does a board ensure that the duty of care exercised as a normal obligation of board service stays current in the face of the tumultuous rate of change and reliance on technology, a rate of change that far outpaces consistent definition of regulatory protections? This Blue Ribbon Commission report includes a call to action for boards to ensure that their practices and partnership with the C-suite and auditors form a foundation that strengthens oversight, deepens insight, and develops foresight of enterprise technology. Without adequate oversight, it’s impossible to get reliable insight. Without reliable insight, foresight of enterprise technology will be wrong, incomplete, a bad bet, a waste of money, or non-existent. This is not a good look for any enterprise and for a public company, profit, share price, and reputation are at stake. And the reality of cyber safety is even worse than the board and the C-suite believe. But far from the doom-and-gloom message just portrayed, this report should bring us hope by making the need transparent to those who oversee and those responsible for company success. The report gives a well-written rationale and game plan to get the improvement started. What do we mean by enterprise technology? It’s not just internal information technology; it includes any operational technology used to provide goods and services or within those goods and services. And for companies in the engineering and technology industry, enterprise technology is reflected in the products and services offered to customers. Consider the optics behind “do as I say, not as I do” as opposed to the visible benefit of “walking the talk.” The first group of recommendations provided by the report is designed to help a board strengthen oversight of the organization’s use of technology and data. Governance and control of assets is a standard practice for CIOs, whether the assets are standards and policies, hardware, software, data, staff, or time. Enterprise technology doesn’t stand still — there are always projects and services afoot to update, upgrade, replace, fix, protect, and so on. Projects have approved requirements, costs, and schedules that are monitored, and services typically have service-level objectives/agreements. “Unmanaged change is chaos” is a common belief among those responsible for enterprise technology. The knowledge of and active involvement in technology oversight practices is not yet customary within the C-suite, let alone at the board level. While the level of detail will be nowhere close to what CIOs and CDOs deal with on a day-to-day basis, the board must recognize the governance structures in use by the organization and define their own involvement in the decision-making process. It’s a fine line between “oversight” and “overstep,” and this may challenge the beliefs of board members of significant seniority, but the duty to protect all stakeholders demands it. The board needs to be convinced that this is a crucial part of the duty of care and have significant interactions with the management team to know what the enterprise has as far as the current state of policies, people, processes, and technology and how they are connected and protected along with the data consumed, integrated, or produced. The role of organizational culture cannot be ignored, nor can the state of the business processes. Both play a role in increasing technical debt, especially when they work in concert; “that’s the way we’ve always done it” can lead to customizations in off-the-shelf software or a part of the organization going rogue and bringing in their own implementations invisible to enterprise governance. As a part of reviewing the board’s practices for decision-making, the report suggests that boards request that “management explicitly state what technologies are used to create value, why they are used, what risks exist, and if they themselves understand the technology and why it was adopted.” That statement may rob many traditional management teams of a good night’s sleep. If they read it. Wherever the management team is in their ability to answer those questions is the starting point to assist the board in deepening their insight, the second category of recommendations. Board members need to come to terms with the fact that innovations are outpacing their experience on an individual basis and understand

With the end of mainstream support for major SAP versions looming large, SAP shops may feel pressure to accelerate a shift to cloud. But more and more are learning they no longer have to stress over vendor-imposed deadlines. Leveraging third-party support, enterprises can reclaim the power dynamic, reaping value from their on-premises SAP estate while moving as fast as they’d like toward their innovation goals. “Under SAP’s program, SAP customers are not able to upgrade at their own pace or according to their own priorities,” says Scott Hays, senior director of product marketing at Rimini Street. “It’s like driving a paid-for vehicle that runs great, and you want to add a new feature to the car. Instead of being able to modernize what you have, the vendor wants you to lease a whole new vehicle.” Third-party support advantage: accelerating innovation Third-party support and services programs like those offered by Rimini Street give IT leaders the flexibility to determine and follow their own innovation timeline. Instead of vendor-imposed upgrades that may not suit customers’ current or even near-future needs, Rimini Street allows enterprises to: Remain on the stable, operational SAP version they have Have full support available for up to 15 additional years Reduce SAP annual maintenance fees by up to 50% and save up to 90% in total support costs Free up budget to fund strategic initiatives like AI, IoT and other emerging technologies With third-party support, IT teams can focus on building a solid business case for their next-generation ERP instead of being pressured into a rushed SAP migration. Enterprises are also well-positioned to avoid the grueling and costly upgrade process, the scramble for elusive talent to migrate to S/4HANA and the potential for business disruptions that threaten core services. “ERP migrations are prone to risk and failure — they take too long, are too expensive and can cause disruptions,” Hays says. “They’re projects that can make headlines if they go wrong.” How Rimini Street helps you innovate on your timetable With Rimini Street third-party support as the bridge, SAP customers can also get a leg up on accelerating innovation. Budget allowances not spent on new SAP support and subscriptions can instead be channeled to modernize the rest of the IT tech stack with emerging technologies such as data analytics and artificial intelligence, including generative AI. Working with a trusted partner like Rimini Street, enterprises can keep dollars flowing in the right direction, self-funding innovation unencumbered by SAP’s onerous upgrade schedule and fee structure. Korean tire manufacturer, Nexen, is one such business applying this strategy for innovation. Jae-Hoon Jung, information strategy team leader, stated, “Our vision is to stabilize our current SAP platform while we establish strategies and roadmap for utilizing core technologies in AI, big data and cloud. We have an aggressive business goal to meet ahead, and we want to make smart IT decisions on our own timeline, supported by the right partner.” Rimini Street also delivers professional services, Rimini ConsultÔ, to help clients optimize and modernize around the ECC core without having to migrate to S/4HANA in the cloud or RISE with SAP. For example, core functions such as accounting, payroll and order management can be maintained in SAP ECC with the help of third-party support from Rimini Street. At the same time, the third-party software support leader can help clients design a composable ERP strategy that enables them to innovate around the edges using best-in-class products and technologies in areas like cloud, CRM, HCM, mobile, big data and AI/generative AI. “We view Rimini Street as a strategic business partner who is well-positioned and capable in their ability to support and guide us as we take on new challenges for our SAP and other systems,” said Shinya Hidaka, group manager of information systems at santec Holdings Corporation, a photonics manufacturer. They leveraged Rimini Consult for professional services when a merger required a swift split of its SAP systems in addition to ongoing support for those systems. “Innovation is something you need in order to stay competitive and profitable, and it’s not something you should wait for,” Hays says. “You need to take back the control and autonomy from SAP to innovate when and where it’s most important to you.” Taking the ROI-positive path Rimini Street has provided SAP customers around the globe with proven support services that include direct access to expert-level engineers and that are built on best practices developed through years of hands-on experience. Unlike the vendor, Rimini Street maintains SAP customizations at no extra cost as part of its support plans, delivering experienced engineering and quality assurance teams that will build and test fixes before clients release them to production. In addition, tax, legal and regulatory updates are developed and delivered regardless of software version for more than 100 countries and territories around the world. With a business-driven, ROI-positive approach, SAP licensees no longer have to march to the beat of SAP’s drum. With full control over their own ERP and cloud migration strategy and roadmap, companies can accelerate their innovation strategy at their own pace and in their chosen direction — with or without SAP. To learn more about how Rimini Street can provide you with new SAP options, visit here . source

Financial regulations exist to ensure stability and trust in global banking systems. They protect customers, preserve systemic integrity, and help mitigate risks of financial crises. However, even in a heavily regulated industry, banks and financial institutions worldwide routinely fail audits, often paying steep penalties amounting to billions of dollars. While many penalties have historically addressed financial misconduct, regulatory bodies are increasingly targeting failures in operational resilience — penalizing lapses in the critical systems and services that underpin modern banking operations. Two regulatory frameworks, the Digital Operational Resilience Act (DORA) in the European Union (EU) and the Federal Financial Institutions Examination Council (FFIEC) guidelines in the United States, underscore the increasing emphasis on IT operational resilience. These regulations mandate strong risk management and incident response frameworks to safeguard financial operations against escalating technological threats. Meeting these requirements necessitates a shift in how CIOs, CTOs, and IT leaders manage their IT ecosystems, making comprehensive IT management platforms like BMC Helix essential. Why operational resilience matters DORA and FFIEC share a focus on operational resilience, though their approaches differ. DORA mandates explicit compliance measures, including resilience testing, incident reporting, and third-party risk management, with non-compliance resulting in severe penalties. Meanwhile, FFIEC offers broader, non-binding guidelines, enforced selectively by regulatory bodies like the Federal Reserve and the Federal Deposit Insurance Corporation (FDIC). Despite their differences, both emphasize the interconnected nature of financial systems. Failures in one institution can cascade globally, underscoring the importance of strong information and communication technology (ICT) risk management. This risk is magnified by the growing complexity of financial services often spanning multiple and rapidly evolving technology landscapes. Compliance involves addressing issues such as cybersecurity threats, service disruptions, and third-party dependencies, making an advanced IT management platform indispensable for aligning with these standards. BMC Helix: A holistic solution for DORA and FFIEC compliance BMC Helix is an AI-powered platform designed to enable compliance with DORA, FFIEC, and similar frameworks. The platform automates IT operations, integrates service and operations management, and provides real-time visibility into critical systems. By aligning IT processes with regulatory expectations, BMC Helix empowers financial IT leaders to meet the stringent demands of operational resilience. Key features of BMC Helix that help IT leaders meet compliance requirements include: Comprehensive service mapping: IT leaders must first understand their service and application dependencies to prevent disruptions, including new dependencies from mergers and acquisitions. BMC Helix automates the mapping of technology components to business services, creating real-time, dynamic service maps. These maps show interactions and dependencies across on-premises systems, cloud environments, mainframes, and third-party services, giving organizations a clear picture of their operational landscape. Risk management through real-time monitoring and modeling: Regulatory frameworks emphasize proactive risk management, requiring constant monitoring and vulnerability assessments. BMC Helix provides real-time alerts for emerging threats and uses predictive analytics to recommend corrective actions. Automated remediation processes restore services quickly while minimizing operational risks. Incident and recovery management: Both DORA and FFIEC highlight the importance of swift incident response and recovery. BMC Helix enables organizations to quickly detect, respond to, and report incidents efficiently. AI-driven insights help predict and mitigate risks, while automated recovery workflows minimize service disruptions and deliver faster recoveries. Additionally, the platform generates comprehensive reports to meet audit requirements. Governance and compliance reporting: Meeting governance standards is vital for avoiding fines and reputational damage. BMC Helix automates key governance processes, including reporting and change management, ensuring institutions remain audit-ready. Dashboards tailored to DORA and FFIEC compliance provide actionable insights into vulnerabilities, enabling organizations to proactively address gaps. Mainframe integration for enterprise visibility: Many financial institutions rely on mainframes for critical operations. BMC Helix integrates with BMC’s mainframe resiliency suite, providing unified monitoring and security across all systems. This cross-platform integration is critical for compliance, ensuring operational visibility and continuity. The future of operational resilience DORA and FFIEC represent a broader trend in regulatory frameworks, where operational resilience is intertwined with financial stability. For financial institutions, operational resilience is no longer optional — it’s mandatory to ensure trust is maintained and to avoid significant penalties. With its AI-driven insights, automated workflows, and comprehensive service and operations management, BMC Helix is at the forefront of this transformation. The integrated solution empowers financial organizations to meet regulatory requirements, reduce risks, and enhance operational efficiency, positioning them for success in a time when resilience is paramount. Learn more about financial regulations and how BMC can help. Visit here for more information or contact BMC. source

While project teams are off to the next initiative, the EPMO measures that the benefits promised in the business case are realized in a way that made them worth the investment. During this phase, the EPMO holds teams accountable, tracks benefits over time, and feeds those insights straight to leadership. This isn’t just reporting, it’s about giving leaders what they need to make smarter decisions and bet on the initiatives that will drive the most value moving forward. Where the EPMO adds value: Benefits and ROI tracking – Measuring long-term performance to ensure projects deliver as expected. Continuous improvement – Running post-project reviews to ensure future initiatives benefit from lessons learned. Operational handover – Transitioning project outputs to operational business owners to achieve the successful business outcomes. Your PMO, whether department-specific or enterprise-focused, can manage the full strategy lifecycle. At the departmental level, a PMO drives initiatives that align with the department’s strategy, while an EPMO ensures alignment across the entire organization. Both play critical roles, but their scope, influence, and impact on organizational culture differ. source

4. Treat the help desk as talent incubator Nearly every company has open reqs for IT positions because the IT talent shortage remains. Consequently, CIOs have had to figure out new ways to “grow” talent, such as hiring raw and inexperienced individuals from the outside. Community colleges and universities teach students how to code and work with IT systems, but they can’t teach students the particulars of your own IT environment. A great place to break in new talent is to start them at the help desk. They’ll acquire a working knowledge of users, IT staff, and company systems. Coupled with a strong upskilling program, the IT help desk can be transformed into a strategic talent pipeline for serving business needs right. 5. Start IT’s self-service strategy here Users want to be able to self-schedule IT service, and to have access to relevant information through a user-friendly online portal that enables them to immediately resolve many of their own issues. This is why an effective user self-service portal should be a help desk initiative that is on every CIO’s list. The help desk should be the strategic lead for this project, since it is IT’s primary service point for end users. source

00:00 100:00:00,467 –> 00:00:02,268Welcome to CIO Leadership Live.200:00:02,268 –> 00:00:05,955I’m Lee Renick, executivedirector of CIO communities for CIO,300:00:05,955 –> 00:00:10,043and I’m thrilled to be here todayat the CIO 100 and Symposium and Awards400:00:10,276 –> 00:00:13,613with Max Chan, SVP, CIO of Avnet.500:00:13,880 –> 00:00:16,132Max, thanks so much for joining meon the show today.600:00:16,132 –> 00:00:17,484I really appreciate it.700:00:17,484 –> 00:00:22,672and congratulations to your awardwinning CIO 100 award of your project.800:00:22,689 –> 00:00:25,859So could we kick off first bymaybe you could introduce yourself,900:00:25,859 –> 00:00:27,110tell us a little bit about your role1000:00:27,110 –> 00:00:29,295and then maybe tell us a bitabout the project.1100:00:29,295 –> 00:00:30,113Absolutely.1200:00:30,113 –> 00:00:32,565First of all,thank you. Thanks for having me.1300:00:32,565 –> 00:00:35,902I’m really, really proud of the team.1400:00:36,169 –> 00:00:36,436Right.1500:00:36,436 –> 00:00:41,307This is I think this is the fourth awardthat we have won in the last five years.1600:00:41,307 –> 00:00:42,592So congratulations.1700:00:42,592 –> 00:00:45,662Very happy with the many projectsthat the team are doing.1800:00:45,662 –> 00:00:51,084And obviously they’re delivering businessvalue and a lot of innovation with it.1900:00:51,367 –> 00:00:54,921as CIO, at Avnet, and maybe2000:00:54,921 –> 00:00:58,458let’s talk a little bit about Avnetbecause it’s not exactly a household name.2100:00:58,591 –> 00:00:59,042Okay.2200:00:59,042 –> 00:01:01,344We are one of the largest,2300:01:01,344 –> 00:01:04,848technology distributor and, supplychain solution provider.2400:01:05,281 –> 00:01:09,169we sit in the middle of a technologyvalue chain.2500:01:09,536 –> 00:01:14,290And the interesting thing,that what we do is that we offer,2600:01:14,290 –> 00:01:17,660designed supply chain and logistic2700:01:17,660 –> 00:01:24,234capabilities, expertise to, our customersto help them with the entire technology2800:01:24,384 –> 00:01:27,387lifecycle from concept to design,2900:01:28,138 –> 00:01:32,809new product introduction to go to marketall the way to repatriation.3000:01:32,909 –> 00:01:35,028Right. The management.3100:01:35,028 –> 00:01:39,382So we always try to also talkingabout how we can actually,3200:01:39,599 –> 00:01:42,569bring a customer inand maybe talk about customer.3300:01:42,569 –> 00:01:44,270Interesting thing about us.3400:01:44,270 –> 00:01:45,738as distributor. Right.3500:01:45,738 –> 00:01:48,858We have both the upstreamsupplier partners,3600:01:49,109 –> 00:01:52,262that we serve as well as the downstreamcustomers.3700:01:52,262 –> 00:01:54,414Right. Actually gets the product ready.3800:01:54,414 –> 00:01:57,684Yeah. Right.so we always pride ourselves.3900:01:57,684 –> 00:02:00,570So being ableto bring in any of our customer4000:02:00,570 –> 00:02:05,074into any part of the lifecycleand then scale from there. Wow.4100:02:05,074 –> 00:02:06,726So very exciting.4200:02:06,726 –> 00:02:10,346and, obviously as a CIO,4300:02:10,346 –> 00:02:13,399I’m responsible for not only the, it’s4400:02:13,399 –> 00:02:16,486spark, for, for the organizations4500:02:16,486 –> 00:02:19,906I also run the digital transformation,the digital strategy.4600:02:20,206 –> 00:02:22,976and I also, manage,4700:02:22,976 –> 00:02:26,896a shared company, within our portfolio.4800:02:27,597 –> 00:02:30,166that deliver solutions to our customers.4900:02:30,166 –> 00:02:32,969Oh, well,within the space that we, we deal with.5000:02:32,969 –> 00:02:33,369Right.5100:02:33,369 –> 00:02:36,356So you’re really thenacting in both areas, really connecting up5200:02:36,573 –> 00:02:40,376that technology base for for the companyright across the board.5300:02:40,410 –> 00:02:41,394That’s right.5400:02:41,394 –> 00:02:42,946Congratulations on the award.5500:02:42,946 –> 00:02:46,065And, we were just chattingbefore we started recording about5600:02:46,966 –> 00:02:50,486the importance of dataand you’re asking me, what do you hear?5700:02:50,486 –> 00:02:54,390And I said, well,what I’m hearing is that a lot of,5800:02:54,507 –> 00:02:58,695the CIOs I’ve spoken to during Covidput a lot of their data into the cloud.5900:02:58,711 –> 00:03:01,247You know, that was a solutionfor that time. That made sense.6000:03:01,247 –> 00:03:04,651But then now they’re really evaluating it,and they’re looking at those costs6100:03:04,651 –> 00:03:08,421around cloud where they needtheir most important data on the edge.6200:03:08,688 –> 00:03:11,658And a lot of sayingnow they’re looking at repatriation6300:03:11,658 –> 00:03:15,929or bringing bringing their cloud back onor their data, excuse me, back on prem.6400:03:16,162 –> 00:03:19,165So we’d love to hear your thoughtsabout that.6500:03:19,432 –> 00:03:19,766You know,6600:03:21,317 –> 00:03:22,252lucky thing,6700:03:22,252 –> 00:03:26,806is that we’re not 100% in the cloud,right?6800:03:27,006 –> 00:03:32,712and we, we are facing the samechallenges that everyone is in cloud.6900:03:32,729 –> 00:03:35,999If you don’t manage itwell, it’s going to be very expensive.7000:03:37,066 –> 00:03:41,237we we learned that, earlyon when we started our journey,7100:03:41,237 –> 00:03:46,876our transformation, to the cloud and,and and without putting in,7200:03:47,243 –> 00:03:52,615the proper FinOps, capabilitiesand overall governance, etcetera.7300:03:52,865 –> 00:03:57,020what we found is that, oh, my God, the,the, the,7400:03:57,020 –> 00:04:00,323the costs really skyrocketed.7500:04:01,224 –> 00:04:05,361and later we,we actually put that discipline7600:04:05,361 –> 00:04:09,332around it, implement this kind of lookingat how we can optimize.7700:04:09,332 –> 00:04:11,601Now we are getting it to the right level.7800:04:11,601 –> 00:04:14,871But like I sayearlier, we’re not 100% in the cloud.7900:04:14,904 –> 00:04:18,358We are focusing on use cases that8000:04:18,625 –> 00:04:22,528truly elaborate cloudenabled capabilities.8100:04:22,528 –> 00:04:23,062Right.8200:04:23,062 –> 00:04:27,300And we bring we prioritize those workloadand bring that to the cloud.8300:04:27,317 –> 00:04:27,717Right.8400:04:27,717 –> 00:04:32,338the rest of it is really a matterof what it makes sense.8500:04:32,388 –> 00:04:35,308Right? some of itwe still keep, internal.8600:04:35,308 –> 00:04:38,695In fact,as we are talking about generative8700:04:38,695 –> 00:04:42,348AI and large language model, rightwhen we started,8800:04:42,598 –> 00:04:48,588just like everyone else, we leverage what,providers, offering in the cloud.8900:04:48,588 –> 00:04:54,360But we all knew from the very beginningwith the cloud experience and also what,9000:04:54,360 –> 00:04:59,182the, the, the providers are doing,it’s very expensive propositions.9100:04:59,248 –> 00:04:59,565Yeah.9200:04:59,565 –> 00:05:03,886And, now that we have gottena few use cases in production,9300:05:04,137 –> 00:05:07,440we have been able to, starting to evaluate9400:05:07,640 –> 00:05:11,010maybe some domain specific model.9500:05:11,227 –> 00:05:13,379Yeah. Doesn’t have to sit in the cloud.Right.9600:05:13,379 –> 00:05:16,199That’swhere we are starting to dabble into,9700:05:17,934 –> 00:05:19,619in-house hosted,9800:05:19,619 –> 00:05:23,906manage, small languagemodel or domain specific language models.9900:05:23,906 –> 00:05:28,127and this really is in linewith many of the research10000:05:28,127 –> 00:05:32,332that I think IDC has published as well,thinking about, hey, with the compute,10100:05:32,332 –> 00:05:37,086with the power over the coolingand also the sustainability agenda, right?10200:05:37,103 –> 00:05:38,121Yeah.10300:05:38,121 –> 00:05:42,975The cloud proposition with AI is goingto be very expensive for every one of us.10400:05:43,076 –> 00:05:43,409Yeah.10500:05:43,409 –> 00:05:48,297And and trying to rationalizethat is really very important.10600:05:48,498 –> 00:05:48,981Yeah.10700:05:48,981 –> 00:05:51,868And I think, you know, I was justthinking about this as you were speaking10800:05:51,868 –> 00:05:54,020because you’re working on premand you’re still you.10900:05:54,020 –> 00:05:58,291I’m, I’m assuming you have teamsto support that you can still evolve11000:05:58,291 –> 00:06:01,794your on prem cloud storageor your on prem storage11100:06:02,011 –> 00:06:05,248so that you’re retraining your staffor upgrading your staff,11200:06:05,281 –> 00:06:06,866you know, and training themand making sure you have11300:06:06,866 –> 00:06:08,334the proper skills to manage it there.11400:06:08,334 –> 00:06:12,872So I think

00:00 Hi everybody, welcome to DEMO, the show where companies come in and they show us their latest products and platforms. Today, I’m joined by Chase Doelling, he is the principal strategist at JumpCloud. Welcome to the show, Chase! 00:09Perfect. Thank you so much for having me. 00:10All right, so tell us a little bit about JumpCloud and what you’re here to show us today. 00:13So JumpCloud, we provide an open directory platform, and we’re a little bit more unique, where we centralize your identity management, your device management and access management all and within one platform. So it’s really helpful for global IT teams to manage and secure the organizations. All 00:27All right, [what is the] main role within a company that’s going to benefit from this is it? I’m assuming it’s the IT department. But is there a specific person within the IT group? 00:34Typically we like to say is small to medium enterprises. So anyone from a couple people in a startup that wear 50 hats, and IT is one of them, all the way to a few thousand people, and you have a dedicated team and perhaps some security people helping out and implementing a lot of this. 00:50And I get a sense of, I know what problem you’re solving, because you are centralizing and consolidating a lot of different tasks or processes. So can you go through like, what problem are you solving for companies? 01:01Absolutely. So the platform actually consolidates several different tools that IT teams need in order to make work happen wherever we are and the devices that we want to work on. So we typically replace anywhere from six to eight different IT tools. It really reduces that total cost of ownership for those organizations while increasing their security and the visibility of their users. 01:20Can you name, like the tools that you’re replacing – not the company names, but the types of tools that usually you’re replacing with this? 01:27Yeah, absolutely. You know, when it’s your directory, it’s your core identity, where that comes from. And then it’s SSO, where’s those identities going into? And then device management, and this could be for Mac, Windows, Linux, iOS, Android, all those different pieces. And then you add in the accessibility part of it, where you’re authenticating using Push MFA or passwordless experiences, or password management in general. So already there’s a lot of different tools within that, and then you add in patching and software management, and there’s other feature components that really help out organizations. 01:54So I like that all-in-one approach, versus the 17 different tools. So again, what would companies be doing if they didn’t have this? Obviously, they might have those 17 different tools. 02:05Yeah, you cobble it all together, and your best bet is you hope that the data also integrates too, right? So a big component of this is the visibility when you combine all those different aspects into it. 02:14Okay, so let’s get right into the demo, because you’ve got a cool scenario, you’re going to onboard me and do it into this company, right? 02:21Exactly. I had a good feeling about this conversation, so we went ahead and brought you on. So first things first, we’re actually going to log into our admin console, and one thing that I’m doing is actually using our own password manager, and so it’s directly on the device, leveraging my biometrics to log in. And once we’re here at our dashboard, this is what tens of thousands of IT admins across the globe log into every single day to manage their environment, understand what’s happening within that. And one of the biggest pieces we discuss is, there’s a big time suck that IT teams face, which is onboarding new folks, right? Because you want to make sure that as soon as you come on, you have access to everything, otherwise it inhibits their experience and has a bad outlook, and they want to make sure that they can get to their jobs, right? The reason that they are hired in the first place. So one of the first things we’re going to do is check out our new users, and you just happen to be one of those, and you know, given your background, we wanted to pull you in and part of our engineering and DevOps groups. And so what we’ve done, though, is we’ve actually integrated with your HR provider, right? So the people team, they’re using that we pulled in your identity, and now it’s centralized and unified. And so now that we have that within our cloud directory, we want to provide access into all the different resources that you need to get your job done. So first and foremost is all those different applications, and that’s driven by a lot of these groups from other engineering and our DevOps groups. And then the other piece too is we also bring down your identity to the device level, and that’s really important as we start to think about and discuss device management here in just a little bit, but you’ve joined these user groups across those different areas, and they’re both static and dynamic. So as your attributes change, as you get promoted or kind of go around the organization, your access does too. And then you’re also into all of these different devices, and then as well as your directories. So we’ve already logged you into Google Workspace, Microsoft 365, we didn’t cover it onboarding. Which one you prefer? So we gave you 04:03access to both. 04:06Now, if there was something like, if I came in and said, Well, I don’t have access to this or I need access to this certain app, would you be able to add that really quickly.  04:12Absolutely, so that’s all driven by our group-based attributes, right? And so usually it’s like, hey, the marketing department’s bringing on this organization, or you weren’t included. You just add that back in, and then automatically, we’re provisioning that access for you, and especially into those target accounts.